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A framework for task-based ambidexterity in manufacturing SMEs
Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.ORCID iD: 0000-0002-4394-4939
Jönköping University, School of Education and Communication, HLK, Lifelong learning/Encell. Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.ORCID iD: 0000-0002-8993-4306
Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.ORCID iD: 0000-0003-2252-5337
2018 (English)In: Advances in Production Management Systems. Production Management for Data-Driven, Intelligent, Collaborative, and Sustainable Manufacturing. APMS 2018. / [ed] Moon I., Lee G., Park J., Kiritsis D., von Cieminski G., Cham: Springer, 2018, Vol. 535, p. 518-525Conference paper, Published paper (Refereed)
Abstract [en]

To be competitive, it is important for companies to create a breeding ground for innovation without jeopardizing productivity. The challenge posed by industrial companies and the innovation research community is how to promote innovation while achieving efficient execution. The ability to balance execution and innovation is referred to as organizational ambidexterity (OA), which includes several dimensions, concepts and approaches where a central task can be identified. The purpose of this paper is to investigate what consequences result from different dimensions of a task in relation to the types of its actions, and their effects on OA. The focus of the task is firstly investigated, followed by the development of nine scenarios via combining the designers’ and the performers’ perspectives of the task. A brief analysis of the scenarios indicates that there is no single optimal scenario; rather, the scenarios represent different states that are appropriate for certain conditions, and dynamic adaptation should be encouraged in relation to the changing conditions. This type of dynamics is particularly expected to prevail in small and medium-sized enterprises (SME) because the roles that are responsible for tasks in these organizations are less specialized. Therefore, SMEs must define tasks that include both explorative and exploitative parts, either simultaneously or sequentially, to stimulate employees to work ambidextrously and thereby develop the concept of task-based ambidexterity.

Place, publisher, year, edition, pages
Cham: Springer, 2018. Vol. 535, p. 518-525
Series
IFIP Advances in Information and Communication Technology, ISSN 1868-4238, E-ISSN 1868-422X ; 535
Keywords [en]
Organizational ambidexterity Task-based SME
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-41344DOI: 10.1007/978-3-319-99704-9_63Scopus ID: 2-s2.0-85053265783ISBN: 978-3-319-99703-2 (print)ISBN: 978-3-319-99704-9 (electronic)OAI: oai:DiVA.org:hj-41344DiVA, id: diva2:1245061
Conference
IFIP WG 5.7 International Conference, APMS 2018, Seoul, Korea, August 26-30, 2018
Available from: 2018-09-04 Created: 2018-09-04 Last updated: 2019-02-13Bibliographically approved

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Sollander, KristinaEngström, AnnikaWikner, Joakim

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